Message to all product folks

The hard truth behind being a product manager nowadays

Some of you have undoubtedly heard or read about the wave of reactions regarding the real life of product managers worldwide. Despite our best efforts to improve things and our firm belief in empowered teams. We must face the reality.

If you don’t know what I’m talking about, you may want first to read the recent posts from Melissa Perri, John Cutler, Jason Knight, etc.

I won’t dwell particularly on the source of all these reactions because I think some unfortunate words were misinterpreted. However, all these reactions perfectly illustrate the underlying discomfort within the product community.

I want to invite you to step back with me for a moment. Take, without judgment, the list of the top 100 tech companies in the world and try to analyze, even briefly, their product practices. You'll quickly realize that very few of them come close to the ideal that Marty Cagan champions.

If the product management trendiest books are so powerful, it's because they are inspiring, they make us hope and dream. But it's also important to remember that these books are not meant to reflect reality, let alone a scientific analysis of what makes tech companies successful worldwide.

Their authors are contemporary thinkers whose words carry weight only to the extent that we give them credit.

Let’s remember that we are social beings, the product of our experiences and interactions with our peers. Yet, we are immersed in a system that values authority, order, and procedures. It's natural, then, that these same principles guide our work organization and, consequently, the organization of product departments.

Promoting autonomy and individual accountability within an organization can only happen at the product department level if these principles are already practised elsewhere in the company. As you can imagine, this is rarely the case. But then, how do we overcome this?

We must ask the right questions: Should all organizations apply Marty Cagan's or any other's principles? Are those that don't to be blamed? I don’t think so.

I believe that each organization is unique, shaped by the sum of its individuals. Likewise, each organization must define its ambitions and assess its ability to achieve them with its members and practices. In light of these facts, it will be clear which changes need to be applied.

Over the past five years, I’ve witnessed an incredible growth in interest in product management. But, as with any trend, I've seen many people and organizations lose common sense. This was exacerbated by the Covid period and the following year.

This fervour has done a lot of harm to many individuals. Many people have plunged into roles they didn’t understand and were swept up by crazy market growth, hiding the incompetence of many and the absurdity of some business models.

You might think I'm cynical, but that's not the case. I believe that promoting a more unifying and pragmatic message would benefit the mental health of most people working in a product department.

No company is perfect; no job is perfect. This is especially true in a product department, where we constantly interact with numerous stakeholders.

Most people working in a product department have never had specific training. Regardless of their organization's "supposed" maturity, they are not to blame. Everyone wants to do a good job; everyone adapts to the reality of their organization. Whether we like it or not, everyone works. They could theoretically all quit their jobs, but the reality is quite different. And even then, are they to be blamed? Are they aware of the changes they could bring about? Is their organization aware? I don’t think so.

Marty Cagan and others champion an ideal, and they do it very well. But let's not forget that perfection doesn’t exist.

Over these last two and a half years, I've met hundreds of product managers and mentored dozens. All were motivated and passionate. All were struggling.

The ongoing global economic crisis reminds us of the harsh reality: creating a company is hard. Creating a product is even harder. Only a tiny minority of these companies will become significant enough to make a name for themselves. Product folks, more than many others, are confronted with this reality.

I will always refuse to judge any company for its choices and ways of operating. But I will always welcome those who want to improve and challenge themselves with open arms.

This is where our mission, our ambition, lies. dualoop is the voice of good product practices, the partner of companies that want to grow and are willing to invest the effort. As loopers, we are responsible for extending a hand to these organizations and avoiding being dazzled by the inspiring speeches we read daily. We are hard workers; we know the reality of the trenches, which makes us strong. We are here to guide these organizations on the path to betterment; one change at a time, for as long as it takes. It will sometimes be hard, and we will only sometimes be well-surrounded.

Let's embrace the diversity of product organizations instead of judging them. Let's learn from them all to benefit those who ask for it, and together, let's create this centre of excellence.

So, dear product folks, be proud, draw from your environment, from all the knowledge within your reach, and pass it on humbly; wisely. You will have the maximum impact by celebrating every small victory and encouraging those who take that extra step.